ame 2010 conference - baltimore
DESCRIPTION
Lean Management System. Presentation by Didier RabinoTRANSCRIPT
Didier Rabino, Plant Manager
Kolleen Schneider, Supply Chain Manager
VS6-05: Lean Management System
at Andersen Corporation
Agenda1. Andersen Corporation
2. Running the Business withTier Management System
3. Improving the Business withA3 Thinking & Policy Deployment
4. Lessons Learned / Q&A
1 - Andersen Corporation
• Industry Leader• 10,000 employees• 14 manufacturing sites
Andersen Corporation
The Andersen Enterprise 2009Manufacturing Locations
Menomonie, WI
Menomonie, WIOne plant, Two products
A-Series: Architectural Product
200 Series: Traditional Product
History of Lean at Andersen
Philosophy behind AMS
1. Customers always come first
2. Continuous improvement is a way of life
3. Our people are our number one resource
4. Everything is grounded back to the floor.
AMS Concepts & Tools
2 - Running the Business with Tier Management System
See as a team Learn as a team Act as a team
Tier Management Structure
Tier 3
Tier 4
Tier 2
Tier 1
Team leadersand associatesSupervisors, TL and support groupManagers anddirect team membersPlant management staff
Supportive Leadership
Tier 1: Stand-up Meeting
Daily team meeting held to provide a status update to the team members and to discuss the previous day’s issues.
Tier 1: Plan vs. Actual Board
Hour by hour tracking of actual production numbers and the immediate notation of any obstacles that impeded reaching the planned output.
Tier 1: Run Chart
The compilation of the daily data for a period of time allowing for a visual reference to one-time issues and reoccurring problems.
Three options:
1. Adjust & experiment again
2. Adopt the change3. Abandon the idea
Three options:
1. Adjust & experiment again
2. Adopt the change3. Abandon the idea
• Experiment – test the change
• Experiment – test the change
• Develop idea• Determine expected
result
• Develop idea• Determine expected
result
• Monitor & Measure• Analyze gaps between
actual & expected
• Monitor & Measure• Analyze gaps between
actual & expected
• Identify the problem• Define current situation• Analyze potential causes
• Identify the problem• Define current situation• Analyze potential causes
Act Plan
Check Do
GRASPTHE SITUATION
Tier 1: Plan-Do-Check-Act
Idea
The CI Board offers the associate a quick and easy way to document ideas to improve their work areas.
Tier 1: The CI Board
Improvement
Tier 1 - Example
PVA Board
CI Board
(PDCA)
Run Chart
Std up
Meeting
Leader
Std Work
Tier 2: Supervisor & Support Team
Standup Meeting
SQDCM Visual Controls
Accountability Board
•Engineering
•Maintenance
•Supply Chain
Tier 1: Leads
•Team Leads
Top 3 Areas of Focus
1.
2.3.
Tier 2: SQDCM Visual Controls
Run Chart Data
Top 3 Issues
Tier 2: Accountability Board
The accountability board is the place where teams meet to report progress. Team members are held accountable for these daily tasks.
Accountability: Task or Project Completion
Tier 3: Value Stream
Standup Meeting
Daily Report Visual Indicators
• Value Stream Manager• Supervisors• Lean Specialist• Safety Specialist
Tier 2: Supervisors
Tier 3: Supply Chain
Tier 2: Supply ChainRepresentatives
Standup Meeting
Agenda:DAILY STATUS1. Customer Service Risks2. Supplier Delivery3. Material Shortages4. Immediate Support NeedsPROJECT STATUS1. Strategy Status
•Shipping/Receiving
•Scheduling
•Procurement
•Supermarket
Daily Metrics
Progress toward Strategy
Accountability Board
Tier 3: Engineering, Quality & Maintenance Support
Tier 2: EngineeringRepresentatives
Standup Meeting•Support Manager•Maintenance•Quality•Engineering
Accountability Board
Strategic Metrics and Projects
Tier 4: Plant staff
STOPS (3) ACT (Observations from / / ) (2) CHECK (1) PLAN8:20 FPA board Produce conforming products200 Series Air / water test Produce performing productsFixed Windows Feedback loop Provide feedback to SM
Repair run chart / FTT Make product right the first time8:25 Run chart Deliver correct part to the lineA Series Run chart Deliver good parts to the lineFabrication Feedback loop Provide feedback to the suppliers8:30 FPA board Produce conforming productsA Series Feedback loop Provide feedback to SMPaint Repair run chart / FTT Make product right the first time8:35Ship. & Receiv.8:40 FPA board Produce conforming productsA Series Air / water test Produce performing productsAssembly Feedback loop Provide feedback to FAB
Repair run chart / FTT Make product right the first time8:45 FPA board Produce conforming products200 Series Air / water test Produce performing productsWork Center 6 Feedback loop Provide feedback to SM
Repair run chart / FTT Make product right the first time8:50 Run chart Deliver correct part to the lineSupermarket Run chart Deliver good parts to the line
Feedback loop Provide feedback to the suppliers8:55 FPA board Produce conforming products200 Series Air / water test Produce performing productsWork Center 4 Feedback loop Provide feedback to SM
Repair run chart / FTT Make product right the first time9:00 FPA board Produce conforming products200 Series Feedback loop Provide feedback to lineMulls Repair run chart / FTT Make product right the first time
Staff Meeting
Daily Report “Go See” Accountability Board
• Plant Manager• Value Stream Manager• Supply Chain Manager• Engr & Maint. Support Manager• Safety Specialist• Finance Specialist• HR Generalist
Tier 4: “Go See”The Objectives
1. Standards:• Do they exist?• Are they the right ones?• Are they followed?
2. Problem solving:• Active?• Supportive?• Using PDCA thinking?
3. Performance:• Acceptable?• Visually displayed?• Understandable by anybody at a glance?
Tier 4: “Go See”The Process
• Agenda:
• Floor Review:
Monday Tuesday Wednesday Thursday Friday
Safety Quality Delivery Cost Morale
Stops:8:30 A series Fabrication8:40 A series Assembly8:50 Supermarket8:55 200 Series
3 - Improving the Business with A3 Thinking & Policy Deployment
Policy Deployment
P
4249NANAFab. Escape
10.710.520.26FPA
100.0%93.3%86.0%68.5%Perf.
16,93011,1622,2261,911IQ
Quality
GoalActualGoalActual
A-Series P12 YTD200 Series P12 YTD
4249NANAFab. Escape
10.710.520.26FPA
100.0%93.3%86.0%68.5%Perf.
16,93011,1622,2261,911IQ
Quality
GoalActualGoalActual
A-Series P12 YTD200 Series P12 YTD
Reflection of Previous Year
Yearly
Review A3 Strategy for SQDCM
Review Bowling Chart Review Project A3
D
C
A
Monthly
WeeklyMonthly
• Plant management reflection on results
• Plant management reflection on activities
• Strategic direction provided by executives
• Clear direction defined for the plant
Policy DeploymentBefore the beginning of the year
Functional Leaders SAFETY QUALITY DELIVERY COST MORALE
Value Stream Manager
Technical SupportManager
Supply Chain Manager
Deployment LeadersSafety
SpecialistTechnical Support
ManagerSupply Chain
ManagerFinanceSupport
HRGeneralist
• Development of the plant A3 Strategy– Catch ball process
• Development of “SQDCM” Strategies
Before the beginning of the year
Policy Deployment
• Policy Deployment Review
Policy DeploymentWeekly Checks
Monday Tuesday Wednesday Thursday Friday
Safety
Monday Tuesday Wednesday Thursday Friday
Quality
Monday Tuesday Wednesday Thursday Friday
Delivery
Monday Tuesday Wednesday Thursday Friday
Cost
Monday Tuesday Wednesday Thursday Friday
Morale
WEEK 1
WEEK 2
WEEK 3
WEEK 4
WEEK 5
5WEEKCYCLE
1. Activity
2. Results
0
200
400
600
800
1000
1200
1400
1600
1800
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
Production Actual Production TargetProfit Actual Profit Target
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Customer Sat Actual Customer Sat TargetOEE Actual OEE Target
Red
Yellow
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
Missed Orders Actual Missed Orders TargetExpedite Costs Actual
Yellow
0
5
10
15
20
25
30
35
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
# Suggestions Actual # Suggestions TargetSavings Actual
Red
Policy DeploymentWeekly Checks
• Strategic Project Review
1. Status Update
2. Results
Meeting Timeline
Plan to get back on track
Plan vs. Actual
Plan Do Check Act
Reflection
• Bowling Chart Review
Policy DeploymentMonthly Checks
Are we delivering the expected business results?
Reflection
Plant Strategy Reflection
Safety Strategy
Reflection
Quality Strategy
Reflection
Delivery Strategy
Reflection
Cost Strategy
Reflection
Morale Strategy
Review Results Review Results Review Results Review Results Review Results
TIER 4 Org Chart
Meetings & Board Guidelines
Four Rules of AMS
SAFETY QUALITY DELIVERY COST
<< AREA NAME>> A3 BOARD
Strategy A3
MORALE
Go See MORALE
OWNER: *******
Go SeeCOST
OWNER: ******
Go See DELIVERY
OWNER ********
Go See QUALITY
OWNER: *******
Go See SAFETY
OWNER: ******
DASH BOARD DASH BOARDDASH BOARDDASH BOARDDASH BOARD
Deployment Leader
Strategy A3 Strategy A3Strategy A3Strategy A3
Deployment Leader Deployment Leader Deployment Leader Deployment LeaderPlant Strategy A3
Putting Everything Together
Project A3 Project A3 Project A3Review Projects Review Projects Review Projects
4 - Lessons Learned / Q&ATier Management System • Supportive Leadership empowers decision making at appropriate level of the organization• Tier 2 teamwork removes functional silos• Tier System is a dynamic process and continues to improve
A3 Thinking and Policy Deployment PDCA process with A3 projects enforces reflection and learning• PDCA process with Policy deployment helps determine project priorities
Overall system provides the linkage between yearly policy deployment to the day to day operations
• Didier [email protected]
• Kolleen [email protected]
Please return your completed Session Survey to the Room Host
VS6-05: Lean Management System
at Andersen Corporation